How Much Do SAT Subject Tests Cost

How Much Do SAT Subject Tests Cost SAT / ACT Prep Online Guides and Tips Manycompetitive college programsrequire high school students to submit SAT Subject Test scores to be eligible for admission.This usually means spending a little more money on test registration, but fee waivers are available if you're eligible. In this article, I’ll go through how much each SAT Subject Test costs and how fee waivers work for these tests. How Much Does an SAT Subject Test Cost? When you register for subject tests, there is a basic registration fee of $26.This is not associated with a specific test; it’s just a baseline fee that everyone has to pay.Since you'll pay a registration fee for each test date, it makes sense to take multiple tests on the same date.This saves money because you’ll only pay the $26 once rather than two or three times. It costs an additional $18 on top of the $26 registration fee for most subject tests, but the per-test fee goes up to $26 for the language tests with listening sections.These tests include French with Listening, German with Listening, Spanish with Listening, Chinese with Listening, Japanese with Listening, and Korean with Listening. So, if you took the Math 2 Subject Test and the Japanese with Listening Subject Test, you would be charged $26 (basic registration fee) plus $18 (fee for Math 2) plus $26 (fee for Japanese with Listening) for a total of $70. You can take anywhere from one to three regular subject tests on one test date, but you can only take one listening subject test per test date.This means you might be charged as little as $44 for one test day (registration fee plus one regular subject test) or as much as $88 (registration fee plus one listening subject test and two regular subject tests). In comparison, registration for the regular SAT with the essay costs $54.50. That price drops to $43 if you choose to take itwithout the essay. If you don’t make the regular registration deadline, you'll have to pay a late registration fee of $28.There’s also an extra $28 fee if you decide to change your test date, center, or type of test after registration.Waitlist status is available for SAT Subject Tests for an additional fee of $46.You can read more about the SAT waitlist here. This rabbit would ace the listening subject tests. Can You Get a Fee Waiver for SAT Subject Tests? Yes!If you’re eligible, you'll get two fee waivers for the regular SAT and two fee waivers for SAT Subject Tests.One fee waiver covers a whole day of testing for Subject Tests, so you can take three tests with just one fee waiver if you take them all on the same day!You can also use fee waivers for late registration at no extra cost if you miss the regular deadline. But how do you get a fee waiver?If you’re a student in the US, you can qualify for a waiver if one of the following applies to you: You are eligible to participate in the National School Lunch Program Your family meets income eligibility guidelines set by the USDA Food and Nutrition Service You are enrolled in a government program that helps students from low-income families You live in public housing, a foster home, or are homeless You are a ward of the state or an orphan If you think you may need a fee waiver to take SAT Subject Tests, speak to your guidance counselor.Even if you’re not sure you meet the eligibility requirements, it doesn’t hurt to ask in case you do!If you’re eligible for a fee waiver, you’ll also get four additional free score reports and up to four application fee waivers that are valid at most colleges. You'll get two free passes for SAT Subject Test registration if you're eligible for a fee waiver. Conclusion Individual SAT Subject Tests are less expensive than the regular SAT, but they can get a little pricey if you plan to take two or three of them.For standard registration, you have to pay a baseline fee of $26 plus $18 for each regular Subject Test and $26 for each Subject Test with a listening section.You’ll be charged an extra fee for late registration and for making changes to your registration after you've already signed up. Fee waivers are available for SAT Subject Tests if you’re eligible.You will get two SAT Subject Test waivers, and each waiver covers a full day of testing.Try to take all of your subject tests on the same date so that you only have to pay the registration fee once or, if you got the two fee waivers, can retake the test(s) for free. What's Next? Are you unsure of what your target score should be on SAT Subject Tests? Find outwhat a good score looks like for you. If you're still trying to pick your subject tests, read our guide to deciding which ones to take. If subject tests are stressing you out, take a look at this article detailing the easiest tests you can take to get this requirement out of the way. Need a little extra help prepping for your Subject Tests? We have the industry's leading SAT Subject Test prep programs (for all non-language Subject Tests). Built by Harvard grads and SAT Subject Test full or 99th %ile scorers, the program learns your strengths and weaknesses through advanced statistics, then customizes your prep program to you so that you get the most effective prep possible. Learn more about our Subject Test products below:

Business Law Assignment Example | Topics and Well Written Essays - 1000 words - 4

Business Law - Assignment Example If so, what was the condition of the offer and who was to claim it? It has always been assumed that a notice like that goes all the way to the world and anybody can claim it so long as the terms are met. This is similar to the case of Carlill and Carbolic Smoke Ball Company (1893) 1 QB256. The claimant after meeting all the conditions put fore by Carbolic Smoke Ball Company was being denied the claim by the company. This attracted the intervention of the court which rewarded her claim. According to the law of contracts, an offer is simply an expression of willingness and ability to contract on given specific terms. It can be written oral or both. The offer can also be unilateral or bilateral, the latter mostly being in commercial businesses. In the case of Leila vs. Julie, the offer was unilateral since the former had in one of the dailies, printed a notice of the same targeting the whole public (Bouvier, 1856). The clear message was that whoever came across and returned the gold locket and the chain previously lost was to be rewarded $ 50. In a unilateral contract, once the offeror makes a promise in exchange of an act by another person, if this other person acts on the offerer’s promise then the latter is obligated to fulfill the promise (Austen-Baker, 2002). The ideal condition is that the information about the reward must have been in the knowledge of the offferee before presenting his actions. In this case, Julie was knowledgeable of the information about the reward for the return made by Leila. Whichever form of communication/ notification she chose, it was within the context. According to the notice, the offerer gave her address as well as her number meaning you could choose any to communicate and Julie happened to choose the physical contact. In my opinion, she qualified to be rewarded as the contract was binding. However, it should be noted that just like the case of (Household fire and carriage accident Insurance

Propaganda during World War 1 and World War 2 Research Paper

Propaganda during World War 1 and World War 2 - Research Paper Example In 1914 the War Propaganda Bureau were created in Great Britain. Bureau implemented propaganda among the soldiers and the population of the foreign countries.   In August 1915 the propaganda service was created in France. The activity was held by means of leaflets spreading. In 1917 the United States Committee on Public Information ruled by George Creel was created. The main task of the committee was to mobilize the public opinion inside of the country to support both the participation of America in War and the peacemaking efforts of Wilson due to the public opinion split straight after the war was declared. Creel’s committee started working not having any tested tools of mass media. Thus, it was necessary to improvise. As that time there was no developed radio and television for the fast spreading of information, the committee formed the mobile groups of volunteers. The main goal of such organizations was to make people think that the opponents wanted to destroy the country and they were not going to stop (Lasswell, 1972:40). The activity of the created organizations, which dealt with propaganda were successful and brought good results. For example, more people started entering such organizations as Red Cross. Less people tended to join those who propagated the end of the war and peace establishment (McQuail, 1969:5). Germany became the victim of the informational and psychological operations of the opponents. Under the informational pressure the revolution started in Germany and led to its failure.

Law and State Essay Example | Topics and Well Written Essays - 2500 words

Law and State - Essay Example As mention in the topic, it was historically possible to regard United Kingdom as a set of unitary institution controlled by the ministers. The United Kingdom is a unitary state where the central government controls most of the activities of the government substantially. This is what the historical government of the United Kingdom was considered to be in history. This however changed in the modern context with devolution of the United Kingdom states, where there was a creation of new regulatory authorities and provision of public services. With respect to the devolution, law played a greater role compared to politics in holding the state to account, compared to the previous central government where politics had a major role2. Role of Law in Devolution Due to the devolution, the structure of public services in Wales, Scotland and Northern Ireland is different in some respect. The law plays a significant role in this devolution, every particular region has both its own assembly and exe cutive, and a Secretary of State and administrative department based in the central government, both taking the role of the ministries of the central government in the region3. Even though the laws have greater roles in the devolved government compared the great role of politics which was dominant in the historical central government, the laws that apply in Northern Ireland and Scotland are particularly different from those in Wales and England. The parliament of Scotland has very much more influence in consequence compared to the Welsh parliament4. The Scottish government played the role of civil service for Scotland and has a social policy governing the state. The structure of administration of Northern Ireland is different significantly; the health board is responsible for personal social services with Northern Ireland Housing Executive managing the public housing5. In the modern context of the devolved government that was established after a simple majority referenda in Scotland and Wales in 1997 September. Because of the need for law to keep the state in check, the National Assembly for Wales, the Scottish Parliament and the Assembly for the Northern Ireland were developed by the law6. England was left un-established. This was added to the legislatures newly established in Scotland and Wales that devolved much spending to the shires and councils of the United Kingdom. The law was enforced in the states via the taxes locally collected and the grants for services provided such as fire service, the police, and the ambulance service under the authority of the elected local government7. Because of the major role played by the law in the devolved governments, the framework has frequently changed from the historical context where politics had a major role in the central government. Among the most important changes that took place with devolution include: the reformation of the Social Security Department of Work and Pensions, the transfer to the Inland Revenue of the income maintenance, the demolition of the Transport Department, the local government and the regional states8. The responsibilities of the key social policy were placed in the Deputy prime Minister’s office; these have been relocated to the Local Government and Communities majorly due to the role that the law plays over the politics in the devolved system9. Due to the role played by law in holding the state to account. The government departments dealing with the social policy were established in order to ensure the law presides over

An Explanation of Leadership Theories and Models

An Explanation of Leadership Theories and Models Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) An authoritarian leader makes decision without any consultations. According to Kurt Lewin, the autocratic leadership style is feasible when there is no need for input on the decision and the input will not affect the decision ultimately. Authoritarian leadership style often surfaces in work situations that require low-level skills from employees and are marked by low profit margins or tight cost controls. An example of an authoritarian leader is the traditional toothpaste manufacturer. Manufacturing toothpaste is a repetitive production and due to the low profit margins on each tube of toothpaste, decisions to tighten costs are arrived at the sole decision of the leader. Paternalistic leadership combines authoritarian leadership, or strong discipline and authority, with benevolent leadership, or fatherly care and concern for subordinates personal well-being. Examples of paternalistic leadership style are leaders of food and beverage restaurants. Fast food chain restaurants such as McDonalds and KFC are international brands. As certain standards and procedures are already in place, leaders make decisions to be aligned with the international standards but also have an open-door policy that concentrates on building relationships with the employees. A participative leader shares decision making with group members and accepts suggestions although the final decision may vary as the leader has the final say. According to Lewin, participative leadership style can win the cooperation of employees and motivate them effectively. An example of a participative leadership style is a high-tech manufacturer. As technology is constantly changing, leaders in high-tech organizations promote two-way communications and embrace suggestions from employees. Apple and Microsoft encourage their employees to share ideas and feasible suggestions are later decided to incorporate into their products. The laissez-faire leadership style minimizes the leaders involvement in decision-making and allows employees to make their own decisions such as setting their own policies and methods. Laissez-faire leaders may still be responsible for the outcome of their employees decisions. Laissez-faire works best when people are capable and motivated in making their own decisions and there is no requirement for a central coordination. An example is an entertainment firm that specializes in provision of performance arts. When dealing with a range of artists, employees must be given the freedom to decide on the soft-people skills to tackle each artist. As such, a centralized structure is not feasible for such a versatile industry. Another example is the modeling agencies. As models responsibilities are to portray the clients advertising intents, models must be given the freedom to work closely with the clients. Thus due to the unique nature of the working environment, laissez-faire leadership styl e is more appropriate for the management of such entertainment and modeling agencies. A Leadership Grid (Contingency Leadership Styles) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios High A2 B1 B2 Low C1 C2 A1 Low High Concern for People vs Concern for Work Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The Leadership Grid also known as Managerial Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Low People, Low Work (Impoverished Leadership) Similar to laissez-faire leadership, this leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the fashion personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized. Low People, High Work (Produce or Perish Leadership) This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees. (Theory XY) Traditional manufacturer uses this leadership style. Such organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result). High People, Low Work (Country Club Leadership) The leader is most concerned about the needs and feelings of members of his team. These leaders operate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control. High People, High Work (Team Leadership) This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. (Theory Y) Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadership ensures organizations success and employees fulfillment. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human touch element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak periods. The Managerial Grid A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios (9, 9) (9, 1) (1, 9) (5, 5) (1, 1) 1 Low Concern for Production 9 High High 9 1 Low Concern for People Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The Managerial Grid also known as Leadership Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. According to Blake and Mouton, the Managerial Grid defined the following five leadership styles: Produce or Perish Leadership (9,1 high production, low people) This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees. Traditional manufacturer uses this leadership style. Such organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result). Country Club Leadership (1,9 low production, high people) The leader is most concerned about the needs and feelings of members of his team. These leaders operate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control. Impoverished Leadership (1,1 low production, low people) This leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the fashion personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized. Middle-of-the-Road Leadership (5,5 middle production, middle people) This style seems to balance the two competing concerns. It may at first appear to be an ideal compromise. However, a problem lies within. When the leader compromise, he tends to give away a bit of each concern so that neither production nor people needs are fully met. Leaders who us this style settle for average performance and often believe that this is the most anyone can expect. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human touch element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak periods. Team Leadership (9,9 high production, high people) This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadership ensures organizations success and employees fulfillment . The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true and it follows the ideas of Theories X and Y, and other participative management theories. Transformational vs Transactional Leadership A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational Leader Transactional Leader A2 C1 C2 A1 B1 B2 Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Transactional leadership assumes that work is done only because it is rewarded and thus the leader focuses on designing tasks and reward structures. It may not be the most appealing leadership strategy in building relationships and developing a long-term motivating work environment, it is workable in most organizations on a daily basis to get work done. This leadership style starts with the idea that employees agree to obey their leader totally when they accept a job. The leader has a right to punish the employees if their work does not meet the standard. Under transactional leadership, little can be done to improve employees job satisfaction. Transactional leadership is a type of management rather than a true leadership style because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. Examples of transactional leadership can be found in traditional manufacturer organisations, FB restaurants and fast food chain restaurants. Work structur es in these organizations are typically standard and routine and thus, employees experience minimal job satisfaction. In these organizations, the relationship between the leader and employees is similar to that of a transaction, whereby the leader rewards/pays the employees for the work done. Transformational leaders are true leaders who inspire employees constantly with a shared vision of the future. They are exceptionally motivating and trusted. While this leaders enthusiasm is often passed onto the team, he needs to be supported by detail people. That is why in many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably while the transformational leaders look after initiatives that add value. Transformational leaders are found in hi-tech manufacturer, entertainment firm and modeling agency. Leaders in such organizations have the vision and foresight to bring the organizations to greater heights through a healthy and interactive relationship with the employees. Leaders in hi-tech manufacturer such as Apple welcome and embrace suggestions from employees to improve its products that appeal to the consumers. As such, Apple has been very successful over the years in prod ucing gadgets for consumers worldwide. Leaders in entertainment firms strive to bring their arts to the world and promote their countries cultural arts. This is to prevent the extinction of cultural arts. Leaders in modeling agencies usually have the passion for fashion. They inspire models to display and bring to life the fashion personality of the designers. (E) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Theory X Theory Y A1 B1 B2 A2 C1 C2 Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Accordingly Douglas McGregor, Theory X (authoritarian management style) assumes that the average person has an inherent dislike of work and will avoid it if he can. Because of their dislike for work, most people must be controlled and threatened before they will work hard enough. The average person prefers to be directed, dislikes responsibility, is unambiguous and desires security above everything. These assumptions give rise to both tough management with punishments and tight controls, and soft management which aims at harmony at work. In actual facts, a person needs more than financial rewards at work. He also needs some deeper higher order motivation such as the opportunity to fulfill himself. Theory X managers however, do not give their employees this opportunity. In traditional manufacturer organizations, FB restaurants and fast food chain restaurants, jobs are often rigid and routine. Basically, employees do not expect any variances in their daily work. Thus they are tasked to simply perform routine work without the need to bother about anything else. According to McGregor, Theory Y (participative management style) assumes that the physical and mental effort in work is as natural as play or rest. Control and punishment are not the only methods to make people work. Man will exert self-direction if he is committed to the organizations aims. The average man learns under proper conditions not only to accept but to seek responsibility. A large number of employees use imagination, creativity and ingenuity to solve work problems. Although Theory Y is difficult to put into practice on the shop floor in large mass production operations, it is used initially to manage managers. In situations where it is possible to obtain commitment to objectives, it is better to explain the matter fully so that employees grasp the purpose of an action. They will then exert self-direction and control to do better work than if they had simply carry out an order. In hi-technology organizations, entertainment firms and modeling agencies, employees are often pa ssionate about the jobs and thus are empowered to take on greater responsibility in handling situations. Due to the uncertainty of the industries, employees need to respond timely to environmental changes. In a nutshell, McGregor wants managers to put into operation the basic assumption that Staff will contribute more to the organization if they are treated as responsible and valued employees. (F) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational A2 C1 C2 Transactional A1 B1 B2 Theory X Theory Y Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concept of transactional and transformational leadership, and Theories X and Y has been covered in the above questions. Transactional leadership Theory X Due to the routine and rigidity of work in traditional manufacturing organizations and FB restaurants, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done. Transactional leadership Theory Y As most fast food chain restaurants already have worldwide presence, transactional leaders must ensure that the restaurants standard is consistent with the chains predetermined principles. In order to achieve this, leaders engage in a transaction relationship with employees by providing adequate rewards to employees. However, cultures across countries vary. Understanding this cultural difference, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers. Transformational leadership Theory Y Hi-technology manufacturing organizations, entertainment firms and modeling agencies adapt transformational leadership because leaders are ambitious and believe that the organizations have the capability to attain greater heights. Leaders in such organizations share and instill the organizations vision to employees and highlight that every employees play an important part in the organizations success. Due to the turbulent environment of these industries, employees are empowered with the flexibility to solve work problems. As such, employees are encouraged to assume greater responsibility. (G) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios organic organization A2 B2 C1 C2 mechanistic organization A1 B2 Theory X Theory Y Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) Mechanistic organizations have clear well-defined, centralized, vertical hierarchies of command, authority and control. Efficiency and predictability are emphasized through specialization, standardization and formalization. As such, it results in rigidly defined jobs, technologies and processes. Organizational structures, processes and roles function like a machine in which each part of the organization does what it is designed to accomplish. Mechanistic organizations are often appropriate in stable environments and for routine tasks and technologies. Organic organizations are decentralized with flexible, broadly defined jobs and have relatively few and broadly defined rules, procedures and processes. Such organizations focus on interdependence among employees and units, multi-directional communication, employee initiative, and employee participation in problem solving and decision making. Organic organizations are highly suitable for unstable, turbulent environments and for non-routine tasks and technologies. In organic organizations, the emphasis is on effectiveness, problem solving, responsiveness, flexibility, adaptability, creativity and innovation. Such an organization responds timely to environmental change because employees are empowered to be creative, to experiment and to suggest new ideas. The process of innovation is triggered by employees throughout the organization in a bottom-up manner. The concept of Theories X and Y has been covered in the above questions. Mechanistic organization, Theory X A traditional manufacturing organization operates in a relatively stable environment and jobs are often rigidly defined. Such organizations adapt mechanistic management system whereby production processes and techniques are employed to minimize waste and maximize outputs for a given quantity of inputs. The ultimate goal of mechanistic structure is efficiency. Due to the routine and non-challenging daily work, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done. Mechanistic organization, Theory Y As most fast food chain restaurants already have worldwide presence, there is clear command and control to ensure that every countrys restaurants standard is consistent with the chains predetermined principles. Thus, mechanistic structure is employed to achieve the desire objective. Recognizing the cross-cultural differences, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers. Organic organizations, Theory Y Hi-technology manufacturing organization, FB restaurants, entertainment firms and modeling agencies operate in a highly turbulent environment and are very vulnerable to competition. Thus, these organizations employed the organic management system to respond timely to the environmental changes. Employees are required to work cross-functionally cohesively to ensure challenges are addressed promptly. Employees in such organizations identify themselves with the organizations and assume greater responsibility to ensure corporate success. (H) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios organic organization A2 C1 C2 mechanistic organization A1 B1 B2 Transactional leadership Transformational leadership Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concepts of mechanistic and organic organization, as well as transactional and transformational leadership have been covered in the above questions. Due to the routine and rigidity of job scope in the traditional manufacturing organizations, FB restaurants and fast food chain restaurants, these organizations have a mechanistic structure with well-defined command and control. Employees suggestions and views usually have no impact on the organizations decisions. Thus due to the lack of job satisfactions in employees, transactional leadership is usually used in such organizations to get work done. As hi-technology manufacturing organizations, entertainment firms and modeling agencies operate in a highly unstable environment and are vulnerable to competitions, organic structures are more appropriate to ensure changes to the environment are responded to promptly. Such organizations are led by transformational leaders as they have the foresight and motivation attributes to influence and lead the employees and organizations towards greater heights. Most importantly, transformational leaders have the ability to solve problem efficiently. (I) A1. Traditional manufacturer (eg. tooth paste factory) A2. Hi-tech manufacturer (eg. SD card maker; involve hardware + software development) B1. FB restaurant (eg. Food stalls, seafood restaurants) B2. Fast food chain restaurant (eg. McDonalds, KFC) C1. Entertainment firm specializes in provision of performance arts, with a range of artists C2. Agency that represents fashion models, trains models, get test shoots and layout portfolios Transformational A2 C1 C2 Transactional A1 B1 B2 Authoritarian Paternalistic Participative Laissez-faire Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation!) The concepts of transactional, transformational, authoritarian, paternalistic, participative and laissez-faire leadership have been covered in the above questions. Transactional and authoritarian leaderships are employed in traditional manufacturing organizations. As the job scopes are routine and well-defined, employees are required to follow and adhere to instructions from the management. Little variations occur in such organizations. Furthermore, due to the lack of job satisfactions in employees, leaders reward employees so as to get the work done promptly. If employees work standard falls below expected, leaders have the rights and authority to impose punishment on employees. Transactional and paternalistic leaderships are used in FB restaurants and fast food chain restaurants. Instructi

George bush Essay -- essays research papers

I. INTRODUCTION Bush, George Herbert Walker (1924- ), 41st president of the United States (1989-1993), president at the end of the Cold War between the United States and the Union of Soviet Socialist Republics (USSR). Bush also organized an unprecedented global alliance against Iraq during the Persian Gulf War of 1991, but he was less successful in dealing with U.S. domestic problems and was defeated after one term by Bill Clinton in the 1992 election. II. EARLY LIFE Bush was born in Milton, Massachusetts, but grew up in Greenwich, Connecticut. His parents came from wealthy Midwestern families. His father, Prescott Bush, a partner in a leading Wall Street law firm, was a Republican U.S. senator from Connecticut between 1952 and 1963. Senator Bush was a moderate Republican and a supporter of President Dwight David Eisenhower. Senator Bush strongly opposed the party's far right wing, represented in the 1950s by U.S. Senator Joseph McCarthy of Wisconsin, who led a campaign against Communist subversion in the United States. Bush's mother, Dorothy Walker, the daughter of a Missouri industrialist, encouraged her children to play sports and learn humility and manners. Bush graduated from Phillips Academy at Andover, Massachusetts, in 1942, and joined the United States Navy to fight in World War II. He became a pilot, flying bombing missions against Japan. On one mission his plane was shot down over the Pacific Ocean. Two crewmen died, but Bush survived unharmed and was rescued by a passing submarine within a few hours. Bush returned to the United States in late 1944. Two weeks later, in early 1945, he married Barbara Pierce, a Greenwich woman whose father was a magazine publisher. The couple had six children: sons George, John, Neil, and Marvin, and daughters Robin and Dorothy. Robin died of leukemia at the age of three. Bush entered Yale University in 1945. He majored in economics, became captain of the varsity baseball team, and graduated as a member of Phi Beta Kappa in 1948. He moved his young family to west Texas where, helped by his father's business connections, he went into the oil business, working as an equipment clerk. In 1953 Bush cofounded the Zapata Petroleum Corporation, which drilled for oil in the Permian basin in Texas and elsewhere in the West. The next year, he became president of the Zapata Offshore Company, which specialized in offshore... ...te. The Massachusetts governor proved to be a poor campaigner with a weak grasp for what moved voters. By contrast, Bush skillfully reached out to economic and social conservatives, as well as suburban independents and environmentalists. He criticized Dukakis for his refusal to support the saying of the Pledge of Allegiance to the Flag of the United States in schools, accused him of supporting temporary releases called furloughs for violent criminals in overcrowded prisons, and pointed to what Bush argued was Dukakis's poor record in cleaning up polluted Boston harbor. While promising not to impose new taxes, to cut the capital gains tax, and to continue the Reagan defense program, Bush also vowed to oppose gun control and to try to overturn the 1973 ruling by the Supreme Court of the United States that affirmed a woman's right to an abortion. Bush won the election easily, attracting 53 percent of the vote and carrying 40 states and 426 electoral votes. He won the entire South, most of the West and made deep inroads in the industrial Midwest. The election left one obstacle for Bush: the Democrats retained solid majorities in both the House of Representatives and the U.S. Senate.

Medision river Essay

Medicine River chronicles the lives of a group of contemporary First Nations people in Western Canada. The novel is divided into eighteen short chapters. The story is recounted by the protagonist, Will, in an amiable, conversational fashion, with frequent flashbacks to earlier portions of his life. In the novel, Medicine River, Thomas King creates a story of a little community to reflect the whole native nation. A simple return of Will’s makes the little town seem to be more colourful. â€Å"Medicine River makes non-native readers think a little longer and harder about the lives of the first people they live among and the places they inhabit. † Although Will enters the town as a foreigner, he eventually becomes part of the community. Medicine River shows the history of Canada and teaches readers to learn from the past experience in order to become better people. Will meets Louise who becomes an unfulfilled love interest that very much represents Will’s existence, a series of half-fulfilled expectations. That is, he develops an ongoing relationship with Louise and her daughter, South Wing, for whom Will becomes a kind of father-figure. It has been included on the high school reading curriculum in many Canadian jurisdictions. One advisor writes, â€Å"It is a humorously told ‘homecoming novel’ that echoes an oral storytelling style, yet at the same time, debunks any kind of stereotypical ‘cultural voice. ‘ Although the protagonist is a middle-aged man, the novel is appropriate for young people, simply because of the way it is written, drawing in any audience. â€Å"[1]The Aesthetic of Talk in Thomas King’s Medicine River By: Robinson, Jack; Studies in Canadian Literature/Etudes en Litterature Canadienne, 2006; 31 (1): 75-94. There Is No Bentham Street in Calgary: Panoptic Discourses and Thomas King’s Medicine River By: Stratton, Florence; Canadian Literature, 2005 Summer; 185: 11-27. ‘Stay Calm, Be Brave, Wait for the Signs’: Sign-Offs and Send-Ups in the Fiction of Thomas King By: Hirsch, Bud; Western American Literature, 2004 Summer; 39 (2): 145-75. Steinbeck’s Influence upon Native American Writers By: Hadella, Paul. IN: Shillinglaw and Hearle, Beyond Boundaries: Rereading John Steinbeck. Tuscaloosa, AL: U of Alabama P; 2002. pp. 87–97 Purana Narratology and Thomas King: Rewriting of Colonial History in The Medicine River and Joe the Painter and the Deer Island Massacre By: Vahia, Aditi H. ; Canadian Journal of Native Studies, 2002; 22 (1): 65-80. The Art That Will Not Die: The Story-Telling of Greg Sarris and Thomas King By: Mackie, Mary Margaret; Dissertation, U of Oklahoma, 2001. Time Out: (Slam)Dunking Photographic Realism in Thomas King’s Medicine River By: Christie, Stuart; Studies in American Indian Literatures: The Journal of the Association for the Study of American Indian Literatures, 1999 Summer; 11 (2): 51-65. Beyond the Frame: Tom King’s Narratives of Resistment By: Peters, Darrell Jesse; Studies in American Indian Literatures: The Journal of the Association for the Study of American Indian Literatures, 1999 Summer; 11 (2): 66-79. Thomas King: A Trickster Healing through Humour By: Pascual Soler, Nieves. IN: Alvarez Maurin, Broncano Rodrigues, Fernandez Rabadan, and Garrigos Gonzalez, Actas III Congreso de la Sociedad Espanola para el Estudio dos Estados Unidos/Spanish Association for American Studies (SAAS): Fin de Siglo: Crisis y nuevos principios/Century Ends, Crises and New Beginnings. Leon, Spain: Universidad de Leon; 1999. pp. 299–305 Status, Mixedbloods, and Community in Thomas King’s Medicine River By: Mackie, Mary M. ; Journal of American Studies of Turkey, 1998 Fall; 8: 65-71. Coyote Agape: Thomas King’s Working for Love By: La Bossiere, Camille R. ; River Review/La Revue Riviere: A Multidisciplinary Journal of Arts and Ideas/Revue Multidisciplinaire d’Arts et d’Idees, 1995; 1: 47-57. ‘Tell Our Own Stories’: Politics and the Fiction of Thomas King By: Walton, Percy; World Literature Written in English, 1990 Autumn; 30 (2): 77-84. Lavalley, Giselle Rene (1996). â€Å"One Tricky Coyote†: The fiction of Thomas King (M. A. thesis). Wilfrid Laurier University. References[edit] Jump up ^ Renate Eigenbrod, Georgina Kakegamic and Josias Fiddler, â€Å"Aboriginal Literatures in Canada: A Teacher’s Resource Guide†, 2003 Jump up ^ â€Å"Medicine River: Review†. TV Guide. Retrieved 8 February 2011. External links[edit] Medicine River at the Internet Movie Database Spirit Rider at the Internet Movie Database Categories: 1989 booksNovels by Thomas KingNative American novelsNovels set in Canada Navigation menu Create accountLog inArticleTalkReadEditView history Search Main page Contents Featured content Current events Random article Donate to Wikipedia Wikimedia Shop Interaction Help About Wikipedia Community portal Recent changes Contact page Tools Print/export Languages Ð  Ã'Æ'Ã' Ã' Ã ºÃ ¸Ã ¹ Edit links This page was last modified on 18 July 2013 at 22:44